Differential Effects of Organizational Justice and Perceived Support based on Target Similarity Model

Purpose: The purpose of this study is to examine the differential relationship between organizational justices and perceived supports, perceived supports and silent behavior classified into multiple dimensions. In addition, a multi-foci approach base on target similarity model was used for the differential relationship between them. Research design, data and methodology: The data which was applied to analysis collected from 459 employee’s who have for private and government companies in korea. The questionnaire was designed into both part to prevent common method bias. Part 1 measured organizational justices, silent behaviors, and Part 2 was assessed perceived supports with time interval of a week. AMOS 16.0 and SPSS 18.0 programs were used as tools for statistical analysis. For the analysis procedure, after a validity analysis to confirm the discrimination power of the variables input to the research model and reliability analysis to confirm the internal consistency of the sub-variables constituting the factor, the linear relationship and differential influence between the variables input to the research model were checked. For this, hierarchical regression analysis and verification of the discrimination effect proposed were conducted. Results: The results are as follows. First, interactional justice had a strong effect on perceived coworker support and perceived supervisor support, and procedural justice had a strong impact on perceived organizational support then other justice factors. Second, the perceived supervisor support had a strong impact on the silent behavior to coworker and the silent behavior to supervisor, and perceived organizational support had a strong impact the silent behavior to organization then other perceived support factors. Conclusions: The implications according to the research results are as follows. First, it is shown that the target similarity model approached with multi-foci can be applied in various research areas. Second, this study presents a negative differential relationship between multifocal variables in the target similarity model. Despite these implications, the limitations of this study and suggestions for subsequent studies are as follows. Firstly, in applying the object similarity model, environmental factors that can act within the organization are not sufficiently considered. Secondly, it fails to consider the situational factors that can act between the multifocal variables. There may be an organizational environment that can strengthen or weaken these relationships even among variables with the same perception target.